Measurement of business excellence

Kanji, Gopal K.

doi:10.1080/0954412988325

Cited by 195 publications

(108 citation statements)

References 4 publications

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“…Those provided in this paper are related frameworks which underlie the performance measurement system (PMS) proposed in this study. A more comprehensive list of performance measures include: performance measurement questionnaire (PMQ) (Dixon, Nanni & Vollmann, 1990); strategic measurement analysis and reporting technique (SMART) (Lynch & Cross, 1991); the results and determinants matrix (R&DM) (Fitzgerald, Johnson, Brignall, Silvestro & Vos, 1991); the balanced scorecard (BSC) (Kaplan & Norton, 1996); consistent performance measurement systems (CPMS) (Flapper, Fortuin & Stoop, 1996); integrated performance measurement systems (IPMS) (Bititci, Carrie & McDevitt, 1997), comparative business scorecard (CBS) (Kanji, 1998); integrated PM framework (IPMF) (Medori, 1998), the Cambridge performance measurement process (CPMP) (Bourne, Mills, Wilcox, Nelly & Platts, 2000); dynamic performance measurement systems (DPMS) (Bititci, Turner & Begemann, 2000) and The South African Construction Excellence Model (SACEM) (Dlungwana et al, 2002). Despite these large number of measures, researchers demand more effective frameworks that will ensure that organisations' measures of performance emanate from their strategic decisions (Price, 2003).…”

Section: Developing a Performance Measurement System (Pms)mentioning

confidence: 99%

Measuring strategic performance in construction companies: a proposed integrated model

Oyewobi

Windapo

Rotimi

2015

Journal of Facilities Management

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Purpose-This paper examines and compares performance measurement system and performance frameworks commonly used within the construction industry. The paper explores the strengths and weaknesses of Balanced Scorecard (BSC) and Business Excellence Model (BEM) to propose an integrated model for measuring strategic performance of construction organisations as a single model. The purpose is to help organisations achieve performance excellence, financial integrity and continuous improvement in business results to sustain competitive advantage.Design/Methodology/Approach-The paper presents a comprehensive review of literature on performance measurement generally and specifically examines the most popular model for measuring performance in the construction industry with emphasis on the BEM design for the South African construction industry. To achieve the main objective, the paper compares and contrasts the BEM and BSC against the five key areas of management control system to determine the strengths and weaknesses of each model. The models are then related and explained in the construction industry setting. Findings-The study reveals that the most popular performance measurement framework in construction includes: Balanced Scorecard; Key Performance Indicators; and European Foundation for Quality and Management (EFQM). However, literature also reveals that Malcolm Baldridge National Quality Award (MBNQA) is being used to measure performance in the construction. The study findings indicated that BSC and BEM could be combined to provide an integrated model that will encompass every facet of construction performance measures.Research Implication-The paper integrates the BSC and BEM performance measurement models, to provide construction organisations the opportunities of benefitting from the two models as a single tool without having to use more than one model or miss out any important aspect of performance measures. The model will assist organisations perform regular health checks of all business process and at the same time help align organisational activities with strategic primacy.Originality/ Values-The conceptual paper presents an integration of processes and perspectives for measuring performance as a new and useful tool in the context of the South African construction industry. The paper suggests that research efforts should be directed on how to implement the strategic performance model efficiently within a specific construction environment.Practical Implication-The paper offers an integrated construction excellence model as a useful tool for measuring both financial and non-financial performance aspects of construction organisations. This will provide managers, owners and other stakeholders the chance of measuring processes and pre-eminent strategic initiatives using a single model.

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Section: Developing a Performance Measurement System (Pms)mentioning

confidence: 99%

Measuring strategic performance in construction companies: a proposed integrated model

Oyewobi

Windapo

Rotimi

2015

Journal of Facilities Management

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“…Crosby, 1989;Deming, 1986;Kanji, 1998;Oakland, 2000;Rao et al, 1996;& Spring et al, 1998). To this end, successful consumer retention and market breakthrough lies in the idea and realization of consumer satisfaction www.ccsenet.org/ijbm International Journal of Business and Management Vol.…”

Section: Customer Focus and Quality Culturementioning

confidence: 99%

Role of Exploratory Factor Analysis Applicability of TQM Practices on the Items of Quality Culture in the Kingdom of Saudi Arabia

Alotaibi¹

2014

IJBM

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This study aims to investigate the relationship between Total Quality Management (TQM) practices and quality culture in Kingdom of Saudi Arabia. The samples comprised 388 samples and data was collected through a questionnaire from the managers of leading construction companies in the Kingdom of Saudi Arabia. The respondents were requested to answer self-administered questionnaires, and send their feedback to the researcher, where 5 points rating scale was used to elaborate on varying responses. Additionally, this study employed multiple regression analysis in order to test the relationship between independent variables (TQM practices namely, education and training, customers focus, information and analysis, continuous improvement, process management and top management commitment) and dependent variable (quality culture). The results of this study revealed a positive relationship between education and training and quality culture. In the same path, the results revealed a positive association between customer focus and quality culture and a positive association between information and analysis and quality culture. Additionally, the results also revealed a positive relationship between continuous improvement and quality culture and a positive relationship between process management and quality culture. Finally, the study results showed a positive top management commitment-quality culture relationship. The study provided recommendations and directions for future research.

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“…Quality has now become one of the key variables of competitiveness that companies should incorporate into their corporate strategy. Kanji (1998) determined that the principles or critical success factors are the key areas of the organization which, when properly managed, ensure improvement of competitiveness and business excellence. In the literature on the subject, it has been shown that for a Total Quality Management implementation to be successful, the principles of quality or critical factors must be taken into account (Zhang, 2000).…”

Section: Theoretical Framework and Hypothesesmentioning

confidence: 99%

Dependence relationship between the critical quality factors and social impact

et al. 2014

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This paper shows the results of the empirical study conducted in 186 tourist accommodation businesses in Spain certified under the "Q for Tourist Quality", own System Quality Management. It was raised with the purpose of analyzing the structure of the relationship between critical quality factors and results-social impact, how they operate and the level of their influence on obtaining these results within the company. Starting from a deep theoretical revision we propose a theoretical model together with the hypotheses to be tested, and we proceed to validation using the technique of Structural Equation Models. The results obtained show that companies wishing to improve their social impact should take into account that leadership is the most important factor to achieve it. Leadership indirectly affects the social impact through its influence on alliances and resources, quality policy/ planning, personnel management and learning. KEYWORDS | Quality management, "Q for Tourist Quality", social impact results, accommodation businesses, causal model. RESUMO Este artigo apresenta os resultados do estudo empírico realizado em 186 empresas de alojamento turístico na Espanha, certificadas de acordo com "Q de Qualidade Turística", Sistema de Gestão da Qualidade próprio. Foi criado com a finalidade de analisar a estrutura da relação entre os fatores críticos de impacto de qualidade e resultados -impacto social, como se operam e do nível da sua influência sobre a obtenção destes resultados dentro da empresa. A partir de uma revisão teórica integrante propomos um modelo teórico juntamente com as hipóteses a serem testadas, e procedemos à validação usando a técnica de modelos de equações estruturais. Os resultados obtidos mostram que as empresas que desejam melhorar seus resultados e impacto social deve levar em conta que a liderança é o fator mais importante para tal. A liderança afeta indiretamente o impacto social através de sua influência sobre alianças e recursos, política de qualidade e planejamento, gestão de pessoal e de aprendizagem. PALAVRAS-CHAVE | RAE-Revista de Administração de Empresas | FGV-EAESP

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Measurement of business excellence

Cited by 195 publications

References 4 publications

Measuring strategic performance in construction companies: a proposed integrated model

Measuring strategic performance in construction companies: a proposed integrated model

Role of Exploratory Factor Analysis Applicability of TQM Practices on the Items of Quality Culture in the Kingdom of Saudi Arabia

Dependence relationship between the critical quality factors and social impact

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